As I reflect on the high points and low points of my 45-year career in local government professional management, I recall the incredibly important relationships and the role that communication and trust played in all of the success stories. Conversely, the difficult times were often marked by poor communication and lack of trust. As important as technological skills, engineering knowledge, and financial acumen may be, it is the ability to develop and manage working relationships that enable a city/county manager to thrive and succeed.

When facilitating an organization in a forward, innovative direction, there’s truth in the maxim, They won’t care about how much you know until they know how much you care. It’s been said that a city/county manager is expected to know a little bit about a lot of subjects, without being an expert in any one of them. I believe the expertise must be about the quality of communication, the sincerity of trust, and the commitment to the mission. It must be bolstered by self-awareness, humility, occasional introspection, and a sense of humor.

I’m honored to have been appointed as one of six senior advisors in Washington State. We work closely with the state association and its executive board. We regularly meet with our professional colleagues as a mentor and a confidential “sounding board” as they deal with new jobs, difficult circumstances, career planning, and navigating through crisis. We refrain from telling “war stories” or coming off as know-it-alls because we know that listening is a major component of good communication.

I believe that self-care and personal mental health are as important as physical health and fitness when achieving a positive work-life balance that allows a city/county manager to be content and to thrive. I also believe that our colleagues who lose track of the vitality of self-awareness are the ones who often end up with difficult times. We all know we have to care about councilmembers, department directors, general employees, and sometimes disgruntled residents. But self-care is equally important so that the “it’s lonely at the top” syndrome does not carry the day.

Our profession is an honorable one, more often a “calling” than a career. As a former ICMA executive board member and former state association president, I urge our colleagues to take good care of themselves, be open to self-assessment, and reach out for a mentor (whether it’s a senior advisor or not). We are all lucky to be in positions of trust.

ANDREW E. NEIDITZ, ICMA-CM, is a senior advisor for ICMA and the Washington City/County Management Association.